PeterPan's Profile

I agree with the comments above, so I won’t repeat …

If you are about to change the culture, you need to change the values first and convince people that was their idea 🙂
Than you have got to live those values that is going to change attitude of other and finally the culture of the new integrated services. No easy at all, ask for “some time” to make it happen.

But the sense of urgency that the CHANGE is inevitable means that they are either part of the change and could define it or have to follow what others set. The later nobody likes.

This remind me other organizations as well …

… there will be no success without involvement of the key stakeholders as Iwilt said.
So start outside of your organization first to get some idea from those in charge for selecting the new CEO.
Those people will decide if your idea/strategy about the organization’s future come true or would stay only on the paper.
Do internal “stocktake” of the major issues to be solved with some priorities, speak to people outside your daily agenda.

You can’t do all on your own, so start to create the basis for your future executive team and let them to be involved. You might consider to talk to opinion leaders you value, even those, who filed their resignation and leaving the hospital. Some of them would like to stay if they see the light at the end of tunnel.
If there should be bigger changes and I guess this is exected the image of “urgency status” is needed, so
Money is not on the first place, but you need them to deliver your promises about bright future of this academic center.
Reherse and be prepared even for the very first discussions.

The board will select the person, which is going to secure the future of the organization they like! Think about it.

Good luck!

In our academic hospital the variable component of compensation is only 1-2%.
I don’t think this is right, many people feel why should do something extra to move organization up, if this is hardly recognized and renumerated.
I would start with top 5% of leaders, which have abilities to make changes happened. They need to be part of the project team to implement relevant metrics for whole organization and ward/section as well. In any case I don’t recommend to set up individual goal but rather organizational / ward objectives. After the pilot test you can spread it further.
In my experience bonus lower than 10% would have little effect on their daily work.

Such a huge project has to be kicked off by CEO (as a sponsor) giving it startegic weight.
As a manager you can prepare standards as measuretwice 🙂 outlined above, having right data is essential as well as having data right, to get meaninful results.
Having the reason – Why one should start the project? … is a must! There should be really something urgent or big enough ideally on the clinical level to give the people down the line the reason to be involved / stay overtime and experiment.

Early adoption has many pro’s, first movers might have considerable advantage but you need to secure sufficient resources (financial and mental) to deal with such “academic” innovations.
There are also some disadvantages as the results might not bring expected value for your organization… i.e. attacking the project that one is playing with “fancy toys” with huge financial budgets.

I don’t believe that you can move the organization forward (adopting such technologies) by TOP DOWN approach. This is like a nation, it is based on community values, on families and their leaders on every level. It all needs to start there, so before you move your organization forward you have to ignite the individuals, make them recognise the potential of future benefits for their daily work.

As a example there is a link to the nice overview of the disruptive technologies and their hype cycle:
https://www.gartner.com/smarterwithgartner/top-trends-in-the-gartner-hype-cycle-for-emerging-technologies-2017/

I trully belive that it won’t take more than 10 years to see practical examples of implementation in Health Care, which is going to change the system significantly bringing the value to all stakeholders.

Following up Lisa comments … have you considered communication issue on your personnel side, if the only site is having such a high no shows rate for a longer period?

I agreed with David
Upfront communication with requiring SMS response could give you the feeling about the workload for the next day.
In the case of no confirmation is made you could squeez some acute patients in between (I can imagine there are some in queue).

Another example how to decrease cost a little bit is to book upfront a bit more patient over 100% capacity (as airlines do), i.e. by 10% (you can adjust the number … as it goes).
This way you can utilise part of idle capacity you have and financially cover of cost of not showing, while not causing significant bottleneck in your daily operation.
If you set the right expectation (frankly speaking we are fully booked but in some cases people will not confirm appointment), some people might appraciate your effort to give chance, i.e. on the waiting list (calling just a day upfront) and get the right heatlth care service sooner.